Preamble

Members considered a report that provided an update on the progress of Health and Social Care integration from the perspective of Older People , which was one of the Health and Wellbeing Board's priority areas of integration.

It was noted that current initiatives were set out in one of three strategic plans:

The Sustainability and Transformation Plan (STP) and the Better Health Programme (BHP) considered opportunities to improve Out of Hospital Services to deliver early intervention and prevention, reduce the demand on Social Care and reduce the number of non-elective admissions to hospital. These plans were for the whole of the Health and Social Care population and have a bigger footprint' than Stockton.

The Better Care Fund (BCF) plan had two priorities: Multi-Disciplinary Service (MDS) and Improving Dementia pathways of care. The BCF plan was currently focused on people aged 65 and over. The Health and Social Care integration projects that were currently underway as part of the BCF were:

 Single Point of Access

 Multi-disciplinary Service (MDS): wider integration

 Integrated Discharge Liaison Team

 ICT Integration of systems and information sharing

 Integrated Personal Commissioning (IPC)

The Partnership was provided with an update on each of the projects listed above.

Members discussed the report and that discussion could be summarized as follows:

It was noted that community hub, that was part of the Sustainability Transformational Plan work may be able to link in with the MDS in terms of Early Intervention. It was noted that there were health teams and social care teams doing very similar work and there was an opportunity to identify exactly what people in the community needed and match the skills of the whole workforce to address those needs.

It was explained that there was already a great deal of joint working in Stockton.

There was ongoing strong consultation/communication with the community to inform commissioning and delivery.

The main driver behind Integration/closer working was to improve services to the customer, rather than financial considerations.

It was suggested that this report should, perhaps, bie considered at the Joint Commissioning Group.

Members considered a paper, provided by Tees Esk and Wear Valleys NHS Foundation Trust, relating to Dual Diagnosis.

Members noted the definition of dual diagnosis.

It was explained that all registered clinical staff, working with people who may have a dual diagnosis had had specific training.

It was noted that each team had a named champion who had undertaken a University module on Dual Diagnosis

Members were provided with details of TEWVs approach to dual diagnosis, including its work with social care and other partners/providers.

The Partnership was informed that Tees Adult Mental Health Services had identified the further development of Dual Diagnosis services as a key element of the 2017/18 Business Plan. It was recognised that continuous improvement in service delivery for dual diagnosis was key to ensure that services provided were efficient and able to meet the growing demand of this client group. To this end a recent Rapid Process Improvement Workshop (RPIW) was undertaken in Hartlepool with TEWV and HART (Drug and Alcohol provider service). The opportunity to run a similar workshop in Stockton was made available to ensure that pathways between the relevant services were as accessible, safe and as effective as possible.

Discussion:

it was agreed that an Improvement Workshop across adults and Children and Young People in Stockton would be very helpful in order to get plans in place to improve services going forward.

Members asked if there was any indication of the numbers of people with dual diagnosis in Stockton. It was agreed that this could be looked at as part the RPIW process, using a combination of data sets.

The workshop would attempt to identify and assist people not known to current services. It was explained that the scope would need to be defined, but outcomes could include education and training packages for a large range of staff across different agencies and sectors that may come into contact with people who had dual issues.

The CCG was interested in understanding what primary care engagement there had been in Hartlepool and asked to be involved in the Stockton event.

The Partnership agreed that a sub group of appropriate members should be involved in the planning of the RPIW.

It was noted that the workshop would also be very important in terms of building relationships between agencies and understanding the circumstances other partners worked in.

The Partnership was provided with a draft Domestic Violence and Abuse Strategy 2017 - 2022, for the borough.

Members noted the process and consultation being undertaken and it was explained that they could provide comment up to the end of March.

It was noted that the Strategy Action plan would be monitored by the Domestic Abuse Steering Group. There would need to be clear communication links to appropriate organisations/individuals and it would be up to the Steering Group to determine if anything needed to be specifically referred to the whole Partnership, for any reason. . It was suggested that the action plan could come back to the Partnership following sign off with annual updates on progress.

Members fully supported and welcomed the strategy. Partners described it as exemplary' in terms of direction of travel and use of simple language. It would be important to keep an eye on what was happening nationally, around Domestic Abuse, strategically.